Singapore Burnout Crisis: Symptoms and Solutions

Workplace burnout is a prevalent issue caused by chronic stress and mismanagement. It significantly impacts employees’ mental and physical well-being. Many Singaporean workers experience burnout symptoms, yet workplaces often lack adequate mental health support. To address burnout, individuals should assertively communicate their needs, set boundaries, and prioritise their well-being.

Workplace burnout is an occupation-related syndrome caused by chronic workplace stress that
is mismanaged. It is strongly influenced by how employees are managed and can be prevented
by narrowing down its cause factors.

This year’s report stated that 47% of Singaporean workers feel mentally or physically exhausted
by their work, the two most significant indicators of burnout; 52% of employees reported that
their workplaces do not offer mental health programmes.
Take your stress self-assessment here.

Strategy 1: Interpersonal strategies and diversity

Adrenaline (fight-or-fight) and cortisol (stress hormone) are released in response to stressors. Cortisols are produced by two(2) adrenal glands located on top of each kidney, and a healthy cortisol level in an adult should look like this:

• 6 A.M. to 8 A.M.: 10 to 20 micrograms per deciliter (mcg/dL)

• Around 4 P.M.: 3 to 10 mcg/dL

Stress and burnout are co-related yet different. Stress is a response the mind and body feel in reaction to an event or situation—positive or negative. Burnout is a result of chronic occupational stress that was mismanaged and is not considered a medical condition.

How do I know if I have workplace burnout?

How to address workplace burnout tactfully?

A. Workplace bias/unfair treatment:

Burnout can be caused by unfairness, favouritism, and mistreatment from managers and coworkers. It often starts with people being able to work well together due to similar personalities, beliefs, and good work performance. Still, some gradually turn toxic and develop a hostile environment for others.

How can you tell it is favouritism?

Leaders or managers who extend substantial privileges or provide more leeway through greater flexibility, allocate lighter workloads to specific employees, take sides, or share confidential information with particular individuals could overlook an individual’s misconduct but cannot tolerate others’ mistakes.

Do not confuse favoritism with performance recognition

However, there are instances where performance recognition can be mistaken for favouritism, especially for high performers who get opportunities that the rest don’t. This could result from the effort they put into their work, going above and beyond for others, or actively seeking opportunities to grow.

How can I best solve it?

1. Be assertive:

‘Keep the lines of communication open’, says Teri Hockett, chief executive of What’s for Work? If you’re constantly overlooked, you may need to be more assertive. You could schedule more frequent meetings with your boss or directly ask if there are any concerns about your ability to handle additional or new responsibilities. Avoiding your managers does not solve the problem. 

If the situation has escalated, consider discussing it with trusted colleagues. Be careful not to shame or speak ill about the other party—remember, you are looking for a solution in the most tactful way.

ii. Speak up:

This is not an opportunity to confront your managers that they are playing favourites, but rather to handle the situation meaningfully and tactfully. Instead of accusing them of favouring other members, try steering the conversation towards asking for new opportunities or offering to contribute in different areas.

Carefully consider your manner of discussion and be clear in your delivery. Don’t hesitate to advocate for yourself; you can exercise a diplomatic approach by saying, ‘I’m committed to our team, but I want to be a part of a workplace that values my contributions. I may need to explore other opportunities if we cannot align on this. ‘

B. Excessive workload

Sriram Iyer, an adjunct senior lecturer at the National University of Singapore (NUS) Business School, says Singaporeans are known for their strong work ethic and dedication, and employers constantly seek to increase productivity in response to rising inflation.

How can I best solve it?

i. Dissect your workload:

Not everything is urgent, and not everything is important. Dissecting your daily workload helps you cut through the work pile and see what each task is worth.

The Eisenhower Matrix helps you categorise tasks based on urgency and importance, identify priorities, and recognise potential distractions. An effective tool can reduce stress from deadlines and help you manage your time more purposefully and efficiently.

ii. Have an open discussion with your manager:

Refrain from telling your managers about your excessive workload; they will only see it as complaining. Instead, put together a list of tasks you have on hand and what you are currently working on; you can also include the time spent/required for each task for emphasis.

During your discussion, tactfully frame your conversation to show that you are trying your best to achieve the goals they set for you and not asking your managers to solve your problems. By asking which tasks they think are urgent and important, you both may be able to find common ground in sifting out priorities and distracting tasks.

C. Blurring of work-life boundaries by managers/co-workers

Work boundaries should be communicated in the early stages and often, but that is not the
case for everyone. Some abuse their communication privileges in the name of productivity, high
performance, or project deadlines. There is also the fear of job security or being seen as lazy or
incompetent if you don’t respond immediately.

How can I best solve this?

i. Communicate clearly and consistently

Set clear, firm, and consistent boundaries at work. Explain the reasons behind your choice to your manager and co-workers; be specific to ensure they acknowledge your standpoint. 

This can help avoid misunderstandings in the future and build a more supportive work environment that respects boundaries.

ii. Learn to say ‘no’ professionally without burning bridges

You can build healthy boundaries in and outside the workplace with practice and tactfulness.
Here are some examples of how you can phrase your ‘no’s’ professionally without causing strife:

I have agreed to prior commitments during that time. Can you suggest some alternative
dates for this meeting?

• ‘I appreciate you approaching me for this project, but perhaps I can direct you to
someone who is a better fit for this.’
• ‘While I’d love to assist you in this, I believe it’s important to prioritise my current goal.
Focusing on these will yield the most significant results.’

Workplace burnout can also be defined differently depending on the type of work environment and industry. Research shows that Asians tend to have broader expectations; they work tirelessly to get or give what they want.

For example, in the recruitment industry, work-life boundary lines are almost nonexistent, where the job’s essence is providing clients with human resources services solutions.

Gabriel Tan, team leader at Good Job Creations, says he often receives messages past work hours and even on the weekends. When asked how he finds balance, he says, ‘Prioritise what you value; if uninterrupted time during non-work hours matters, make it known and be consistent. Yet, I exercise flexibility for work matters. If it requires me to decide or if I can make a difference for someone, I’d gladly do it because I value efficiency and people.

Team Leader Jie Ying echoes the same sentiment in recognising priorities, ‘My career is an integral part of my life; hence, staying connected is important in the recruitment line. To keep burnout at bay, I learned how to compartmentalise to maintain the balance and be fully present between work and family.

It is important to prioritise your mental health through regular check-ins and advocate for yourself. If you’re experiencing burnout, don’t hesitate to seek support from your employer or a mental health professional.

Helplines:

Samaritans of Singapore at 9151 1767 (24-hour Care Text) or 1-767 (24-hour hotline).

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